The 6-3-5 method is a structured form of brainwriting: Six participants each jot down three ideas per round, work on them for five minutes in the common practice format, and then pass the sheet on. The first writing round is followed by five rounds of passing. The method thus comprises six rounds and takes approximately 30 minutes of pure writing time.
The name 6-3-5 method stands for six people, three entries, and five passes . Historically, the number "5" does not refer to five rounds, nor necessarily five minutes. Bernd Rohrbach published the method on October 1, 1969, in the article "Creative by Rules – Method 635, a New Technique for Solving Problems" in the journal "Absatzwirtschaft" (Sales Management). The bibliographic information is documented, among other places, in a materials package from the University of Paderborn .
The 635 method generates a maximum of 108 idea entries – not automatically 108 independent or actionable ideas.
How does the 6-3-5 method work?
For the classic Brainwriting 635 exercise, you need six worksheets. Each sheet has three columns and six rows. Each person writes three thoughts per round in the empty row of the sheet currently in hand.
After the allotted time, all sheets are passed on simultaneously in the same direction. The next person reads the existing suggestions and can add to, combine, refine, or expand them with new approaches. After the first round and five passes, each person has worked on every sheet.
- Participants: six people in the classic format
- Entries: three suggestions per person per round
- Time: usually five minutes per round
- Passages: six rounds in total
- Sharing: five times after the first writing round
- Writing time: approximately 30 minutes without preparation and evaluation
Why is a maximum of 108 idea entries possible?
The upper limit is calculated simply: 6 participants × 3 entries × 6 rounds = a maximum of 108 idea entries . This number describes the available fields, not the number of different ideas.
In practice, some fields are sometimes left blank. Furthermore, repetitions, variations, and further developments of existing suggestions emerge. A rough idea can thus be fleshed out from multiple perspectives. What matters is not the sheer number of suggestions, but the quality of the subsequent selection.
Preparation of the 6-3-5 method
A meaningful application begins with a clear task definition. Good moderation narrows down the problem so that everyone works on the same topic without preempting possible solutions.
- A precise guiding question: Formulate a specific problem with a recognizable goal.
- Six worksheets: Each sheet requires three columns and six rows.
- A timer: Five minutes is a practical starting point, but not a fixed requirement.
- Common rules of the game: During the writing phases, there is no discussion or evaluation.
- Evaluation criteria: Define aspects such as benefits, costs, and strategic fit beforehand.
- Responsibility for the next step: Determine who will review or further develop selected proposals.
A question that is too open-ended would be: "How can we improve?" A more concrete question would be, for example: "How can we reduce the number of incomplete service requests within the next three months without shifting additional work onto our customers?"
The 6-3-5 method step by step
1. Explain the problem and the framework
The facilitator will present the guiding question, the objective, and any potential limitations. Questions will be addressed before the session begins. No new requirements should be introduced during the brainwriting process.
2. Conduct the first round
All six participants simultaneously write three ideas on the first line of their respective sheets. The suggestions should be short but understandable. A keyword without any clear connection is difficult for the next person to develop further.
3. Pass the sheets on five times
After five minutes, the sheets are passed on simultaneously. In the following rounds, the participants read the previous entries and each add three further thoughts. The process is repeated until five passes have taken place.
4. Collect and bundle entries
After the sixth round, the silent brainstorming phase ends. Similar suggestions are grouped into thematic areas. A mind map can help to visualize connections, overlaps, and open questions.
5. Evaluate ideas separately
The evaluation of ideas only begins after the writing phase. This separation is important: Criticizing proposals too early narrows the solution space before enough alternatives are available.
For small teams, three evaluation criteria are often sufficient:
- Use: What specific contribution does the proposal make to the guiding question?
- Expense: What time, costs, and skills are required for implementation?
- Strategic fit: Does the idea fit the positioning, the target audienceDefinition of the target group A target group (also target group, target audience) is a specific group of people or buyer groups (such as consumers, potential customers, decision-makers, etc.)... Click to learn more and what about the available resources?
First, make a rough assessment and select a few proposals for more in-depth review. For product ideas, the actual product development then begins . For process ideas, this is followed by identifying a responsible person, defining a clear testing step, and setting a measurable goal.
Practical example for an SME
A small company wants to make its initial consultation more understandable. The guiding question is: "How can prospective clients more quickly identify, before the first meeting, what information we need and which solution path suits them best?"
- In the first round, each person notes down three of their own approaches, such as a short self-check, clearer performance pages, or a structured preparation email.
- After the initial distribution, another person specifies the self-check by asking five multiple-choice questions.
- In a later round, this leads to the idea of providing relevant information depending on the answers.
- After six rounds, the team groups together similar suggestions on the topics of orientation, preparation, and conversation flow.
- When evaluating ideas, the team selects a small test that requires little effort and allows for direct feedback.
In my work with owner-managed businesses and small teams, I often find that the problem isn't the quantity of ideas, but rather the collaborative selection process. The 6-3-5 method is therefore only truly helpful if it ultimately leads to a clear decision, a responsible person, and a verifiable next step.
For further guidance on the path from proposal to implementation, please see our article on structured innovation processes .
Advantages of the 6-3-5 method
- Simultaneous participation: Everyone works in parallel, instead of waiting for a turn to speak.
- Less dominance of individual voices: Eloquent people or those in higher hierarchical positions have less of an influence on the flow of ideas.
- Logical further development: Proposals will be kept in writing and can be supplemented gradually.
- Clear temporal structure: The fixed procedure limits the pure brainstorming phase to approximately 30 minutes.
- Broader perspectives: Each person continues to work with the thoughts of the other.
Reserved participants receive the same predetermined share of the brainstorming process as particularly communicative individuals. While this doesn't guarantee psychological safety, it creates better structural conditions for balanced participation.
Limitations and typical errors of the 6-3-5 method
The 6-3-5 method is no substitute for expertise. What does "know-how" mean? Quite simply: it's the ability to know and be able to do something. It's less about theoretical knowledge and more about... click and learn more , research, or strategic decision-making. For complex problems that require explanation, five minutes can be too short. Unclear guiding questions, writing pressure, and fatigue in later rounds also reduce the quality of the entries.
- Unclear task: Different understandings of the problem lead to entries that are difficult to compare.
- Premature assessment: Criticism during the writing phase hinders further approaches.
- Quantity fixation: 108 completed fields are mistakenly equated with 108 good ideas.
- Lack of discussion: Misunderstandings cannot be resolved immediately during the silent phase.
- No prioritization: Without evaluation and accountability, the collection remains without consequence.
- Similar perspectives: A group that is very homogeneous in terms of expertise often produces variations of the same basic assumptions.
The 635 method is particularly unsuitable when the problem first needs to be analyzed, information is lacking, or a decision depends on legal, technical, or financial reviews. In these cases, brainstorming should only begin after a joint clarification phase.
Variations of the 6-3-5 method for smaller and digital teams
The classic format involves six people. For SMEs, adjustments are possible as long as you clearly define the deviation and adapt the process accordingly.
- Fewer than six people: Use one sheet of paper per person. After the first round, continue passing the paper around until everyone has worked on each sheet.
- Longer time windows: For challenging questions, seven to ten minutes per round may be more useful.
- Digital implementation: Use a shared document with separate writing areas and clearly defined transitions.
- Asynchronous adjustment: Set deadlines instead of short rounds. This approach allows more time for reflection, but no longer corresponds to the compact workflow of the classic method.
For digital formats, the moderator should check writing permissions, order, and time slots in advance. Otherwise, the team will be preoccupied with the tool instead of the central question.
6-3-5 method or brainstorming?
In brainstorming, suggestions are primarily gathered verbally within the group. In brainwriting, each person initially writes silently. The 635 method is therefore particularly suitable if you need simultaneous participation, written record-keeping, and a structured process.
An open discussion is more helpful when questions, spontaneous reactions, and a shared understanding of the problem are the focus. Often, a combination is useful: first silent brainwriting, then jointly compiling and evaluating the ideas.
Questions and answers about the 6-3-5 method
How long does the 6-3-5 method take?
With five minutes per round, the actual writing phase takes 30 minutes . Plan an additional 15 to 30 minutes for introduction, grouping, and idea evaluation.
Why are there a maximum of 108 idea entries?
Six people write three entries each in six rounds: 6 × 6 × 3 equals 108. This number is a theoretical upper limit and does not mean that 108 different or feasible ideas will be generated.
Does the 6-3-5 method consist of five or six rounds?
The 6-3-5 method consists of six rounds : an initial writing round and five further rounds after each handover. The number "5" in the name refers to the five handovers, not the total number of rounds.
Does the 635 method work with fewer than six people?
Yes, you can adapt the process for smaller teams. The theoretical number of entries and the number of shares will change accordingly. The adapted version will then no longer correspond to the classic original format.
Can Brainwriting 635 be done online?
Yes, a shared digital document can replace worksheets. Important elements include separate writing areas, a clear sequence, a visible timer, and a moderator to coordinate the transitions.
How are the suggestions evaluated after brainwriting?
First, group similar entries and evaluate the remaining approaches based on a few criteria such as benefit, effort, and strategic fit . Then, select only as many ideas as your team can actually review or test.
When is the 6-3-5 method unsuitable?
The 6-3-5 method is unsuitable if the task is unclear, essential expertise is lacking, or the problem requires in-depth discussion first. For decisions involving legal, financial, or technical dependencies, brainstorming does not replace expert review.
